INFLUENCE OF REWARD MANAGEMENT ON EMPLOYEE RETENTION IN PRIVATE PRIMARY SCHOOLS IN KENYA: A CASE STUDY OF OASIS ACADEMY
Abstract
Purpose of Study: The purpose of this study was to examine the factors that influence employee retention in private primary schools in Kenya. Specifically, the paper focused on the influence of reward management on employee retention in private primary schools in Kenya.
Problem Statement: Private primary schools play a significant role in supporting access to basic education in Kenya. However, many of these institutions experience high employee turnover, particularly among teachers and support staff. Frequent staff turnover disrupts learning continuity, reduces institutional stability and affects overall quality of education. Despite the growing number of private primary schools, limited empirical evidence exists on how these factors affect employee retention. It is against this gap that this study will be undertaken to evaluate the influence of reward management on employee retention in private primary schools in Kenya with a case study of Oasis Academy.
Methodology: The descriptive research design was used to guide the entire research process. Questionnaires were used for collection of primary data. The target population was 50 teachers at Oasis Academy. This was a census study. Data was analyzed qualitatively and quantitatively through descriptive statistics. The results were presented using tables, figures, percentages and frequencies.
Result: The results were presented using tables, figures, percentages and frequencies. The findings demonstrated that reward management had a great influence on employee retention with salary often cited as a reason why employees chose to leave or remain.
Recommendation: The study recommends that private primary schools should come up with competitive reward systems to be able to retain their employees. Adopting a total reward approach will go a long way in retaining teachers in private primary schools.
Keywords: Retention, Reward Management, Private Primary Schools
References
Alajlani, S., & Yesufu, L. O. (2022). The impact of human resource practices on employee retention: A study of three private higher educational institutions in the United Arab Emirates. SA Journal of Human Resource Management, 20, Article a1823. https://doi.org/10.4102/sajhrm.v20i0.1823.
Anwar, M. Z., Muafi, Widodo, W., & Suprihanto, J. (2023). Consequence of psychological distress on performance achievement: A social exchange theory perspective. Intangible Capital, 19(2), 93–109. https://doi.org/10.3926/ic.2128
Boateng, R. K., & Appiah, S. O. (2025). Job crafting and employee commitment: Key drivers for retaining skilled talent in digitally transformed organizations. Future Business Journal, 11, 201. https://doi.org/10.1186/s43093-025-00629-0
Botezat, E., Ban, O., Chiricoi, L., Omar, O. H., & Haji, M. M. (2025). Work adaptability and turnover intentions among university graduates: Insights from Romania and Zanzibar. Analele Universității din Oradea. Seria Științe Economice, 34(1), 517– 530.
Creswel, J.W. & Creswel, D.J. (2022) Research Design: Qualitative, Quantitative and Mixed Methods Approaches, 6th Edition, Sage Publications
Devassia, B. P., Janarthanam, S., & Muço, K. (2025). Employee retention analysis: Work integration strategy in business management institutions. Corporate & Business Strategy Review, 6(1), 112–118. https://doi.org/10.22495/cbsrv6i1art11
Elacqua, G., Hincapie, D., Hincapie, I., & Montalva, V. (2022). Can financial incentives helpdisadvantaged schools to attract and retain high-performing teachers? Evidence from Chile. Journal of Policy Analysis and Management, 41(2), 603–631. https://doi.org/10.1002/pam
Gautam, V., & Bhalla, S. (2024). How tourism development leads to residents' subjective happiness through their quality of life: A social exchange theory perspective. International Journal of Tourism Research, 26(5). https://doi.org/10.1002/jtr.2721
Hien, D. T., Thuy, D. T., Phan, T. T., & Lien, N. T. (2024). Residents' perception and support for tourism development: An early-stage perspective applying extended social exchange theory. Pakistan Journal of Life and Social Sciences, 22(2), 4350–4364. https://doi.org/10.57239/PJLSS 2024-22.2.00323
Holgado-Apaza, L. A., Carpio-Vargas, E. E., Calderon-Vilca, H. D., Maquera-Ramirez, J., UlloaHomans, G. C. (1958). Social behavior as exchange. American Journal of Sociology, 63(6), 597–606. https://doi.org/10.1086/222355
Kamau, O., Muathe, S.M.A. & Wainaina, L. (2021). Teachers’ Turnover Intentions: Role of HRM Practices in Public Secondary Schools in Kenya
Kinman, G. (2016). Effort–reward imbalance and overcommitment in UK academics: Implications for mental health, satisfaction and retention. Journal of Higher Education Policy and Management, 38(5), 504–518. http://dx.doi.org/10.1080/1360080X.2016.1181884
Krishnan, R., Cook, K. S., Kozhikode, R. K., & Schilke, O. (2021). An interaction ritual theory of Social resource exchange: Evidence from a Silicon Valley accelerator. Administrative Science Quarterly, 66(3), 659–710. https://doi.org/10.1177/0001839220970936
Makhuzeni, B., & Barkhuizen, E.N. (2015). The effect of a total rewards strategy on school teachers’ retention. SA Journal of Human Resource Management/SA Tydskrif vir Menslikehulpbronbestuur, 13(1), Art. #699, 10 pages. http://dx.doi.org/10.4102/ sajhrm.v13i1.699
Marozva, R. R., Barkhuizen, E. N., & Mageza-Mokhethi, M. E. (2024). Factors affecting the retention of millennial academics. SA Journal of Human Resource Management, 22, Article a2301. https://doi.org/10.4102/sajhrm.v22i0.2301
Mashile, D. A., Munyeka, W., & Ndlovu, W. (2021). Organisational culture and turnover intentions among academics: a case of a rural-based university. Studies in Higher Education, 46(2), 385–393. https://doi.org/10.1080/03075079.2019.1637844
Mburu, W. G., & Ndeto, M. (2021). Influence of non-financial rewards on teaching staff turnover in private primary schools in Embakasi Sub County. Journal of Human Resource Management, 5(2), 787-799.
Nakin, L., Akbar, K., Nyika, F., & Souls, D. (2023). Assessing total rewards and employee retention at a municipality in KwaZulu-Natal, South Africa. The USV Annals of Economics and Public Administration, 23(2), 208–219.
Pek-Greer, P., Wallace, M., & Al-Ansaari, Y. (2016). Do human resource practices, employee remuneration and employee benefits have significant influence on the retention of childcare teachers in the childcare service industry? Asian Academy of Management Journal, 21(1), 1–26.
Ratican, S., Miller, K. L., Cripe, M. K., Ratican, C., & Miller, S. M. (2023). Harnessing organizational leadership and cultural competence to attract and retain quality teachers: The case of inner-city schools. Journal of Education Human Resources, 41(4).
Richardson, E., Gordon, J., Ginnetti, R., Carroll, R., Cochran, R., Morris, L., Candy, V., & Brown,M. (2025). Employee insight: Predicting, visualizing, and mitigating intent to leave. Journal of Education Human Resources, 43(2). https://doi.org/10.3138/jehr-2023-0059
Saunders, M. & Lewis, P. (2017). Doing Research in Business Management: An essential guide to planning your Project, Pearson.
Saunders,M., Lewis, P. & Thornhill, A. (2021) Research Methods for Business Students, 7th edition, Pearson UK
Wang, Y., Qiu, X., Yin, J., Wang, L., & Cong, R. (2024). Drivers and obstacles of consumers ‘continuous participation intention in online pre-sales: Social exchange theory perspective. Behavioral Sciences, 14(11), 1094. https://doi.org/10.3390/bs14111094
Zhan, Q., Wang, X., & Song, H. (2023). The relationship between principals’ instructional leadership and teacher retention in the undeveloped regions of central and western China: The chain-mediating role of role stress and affective commitment. Behavioral Sciences, 13(9), 738. https://doi.org/10.3390/bs13090738
Zulu, N., Masaiti, G., & Mundende, K. (2023). A correlation analysis of leadership style and training on teacher retention in Zambian government secondary schools. International Journal of Education and Research, 11(5), 161-180.